The Leader Magazine

SEP 2017

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Page 54 of 67

ThE lEadER SEPTEMBER 2017 55 Setting shared expectations By the summer of 2014, the project development team was fi lling out. Toyota's internal team combined the real estate and facilities expertise from both Toyota Motor North America (TMNA) and Toyota Financial Services (TFS), the automaker had tapped KDC as the campus developer, and Corgan was hired as the architect and interior design partner. Internally, the framework of what One Toyota meant to the organization had also been set: • Think innovatively • Challenge the status quo • Make timely decisions • Grow our people's capabilities • Collaborate across boundaries With the guidelines clearly established, the next question was, how would this cultural framework manifest itself into a place? To jump-start the discovery of that answer, on August 12, 2014, in the newly completed temporary offi ce space in Plano, Corgan led 40 team members, representing all North American entities to be consolidated, through an interactive visioning session. The overwhelming theme that rose from the day was the importance of "connection." It became apparent it wasn't enough to bring these team members and their talents to one physical address; they had to be enticed to experiment, explore, innovate and truly work differently. Decisions, decisions We had a site, a shared set of expectations, a contractor – Austin Commercial was added to the team – and a schedule. A very aggressive schedule was set that required occupancy of 4,000 team members by the end of 2017. To achieve this, the site package needed to be in the contractor's hands in three months. It was time to "think innovatively!" The project team was divided into multiple "swim lanes": shell/core, parking garage, Toyota Quality Center, technology, campus features, and interiors, each with a responsible party from Toyota and the supporting consultants. This structure allowed each key area to simultaneously conduct its research and benchmarking, known as "genchi genbutsu" (in Japanese, "go to the source and fi nd out the facts"), and then develop detailed program requirements and recommendations. These recommendations were presented in a single-page format for review and, ultimately, approval. Each week, critical decisions and discussions were brought to the project-management offi ce (PMO), a group of seven leaders collectively representing the divisions that make up One Toyota. It wasn't unusual in the early months to bounce between a discussion of traffi c studies to the number of fl oors in each building and then whether or not the fi tness center should have a climbing wall (it does). Countless decisions were made, more options were requested, and areas of overlap were identifi ed. Each swim lane went back to its teams and worked diligently toward the best solutions. Rinse and repeat as skin designs were approved, glass selected, buildings named, sustainability targets set, vendors selected, digital signage planned, and so on and so on and so on. Workplace strategy and entitlements Over the course of the project, the team faced the occasional roadblock while balancing the corporate reorganization timeline with the overall project-delivery deadlines. One challenge would prove particularly complex. Typically, workfl ow would place departmental programming in the early weeks of a project, giving defi nition to total headcount, supporting space needs and defi ning departmental relationships. But due to the corporate reorganization happening in tandem, we had to plan with the bare minimum – an overall campus headcount and a lot of assumptions.

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